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Enforcing IS&T’s Demand Management Guiding Principles

09/23/16

Paul O’Connor
VP, Business Affairs and Portfolio Management

Mike Devenney
VP, Enterprise Business Partnering

Ed Daou
Director, Program Management Office

It can be a challenge to manage the influx of technology requests from the Jefferson community. We are maturing our Demand Management process while doing our best to manage requests coming in from all campuses, and need your help as we evolve. We must adhere to the Governance and Demand Management planning methodologies to better forecast, prioritize and manage demand for projects requiring IS&T resources at Jefferson toward “focused execution.” This will not only ensure we approach all of our projects with a comprehensive and strategic methodology, but will subsequently help us manage our long term workload and collective stress.  In the absence of this structured approach, we will be extremely pressed to meet organizational priorities.

To help us achieve this, you should feel empowered to represent IS&T’s official Governance and Demand Management position, driven by our Guiding Principles, one of which is “On Time, On Scope, On Budget.”

As part of our position, IS&T is officially committed to the following Jefferson priorities:

  • Epic@Jeff (including the defined Epic@Jeff derivative projects)
  • Integration Efforts approved by Center City Governance & Demand Management process, as well as the Integration Steering Committee
  • Student Information Systems Upgrade
  • Workforce Management
  • Cyber Security
  • Keeping the Lights On (KLO) / Break Fix Efforts
  • “Just Do It” routine efforts such as account access requests and single device moves

All other requests for IS&T resources, including those that are investigative exercises or project initiations, must be submitted into the demand management process for evaluation and prioritization by the appropriate IS&T Governance Pillar. This includes verification of VP (or above) sponsorship, and delivery of a completed Project Charter and 5 Year Total Cost of Ownership (TCO) analysis to the Program Management Office (PMO) for Pillar review.  If necessary, requests may be escalated to the Operational Oversight Team for cross-enterprise prioritization or to the Executive Steering Committee (the Cabinet) for priority realignment.